Speaker 1: Bloomberg Audio Studios, podcasts, radio news. You're listening to Bloomberg
Speaker 1: BusinessWeek with Carol Messer and Tim Stenebek on Bloomberg Radio.
Speaker 2: Carol, see if I can redeem myself here. I don't
Speaker 2: know if you saw this elio today. There's some not
Speaker 2: some great news for maybe year in name. Sarita Rye,
Speaker 2: who covers AI in Asia, wrote in the Bloomberg Tech
Speaker 2: Daily newsletter about how there are some pretty astonishing virtual
Speaker 2: anchors in India. What from the public broadcast here, Here's
Speaker 2: what they do. They prefer weather forecasts, commodity prices, farming trends,
Speaker 2: and updates on agri research to in state welfare programs
Speaker 2: to millions of farmers. She said she's pretty astonished by them,
Speaker 2: and she writes that the same tech behind fake videos
Speaker 2: of Ukrainian President Bolotomyr Zelensky surrendering to Russia or fake
Speaker 2: Taylor Swift supporting Donald Trump is also being harnessed to
Speaker 2: fill airwaves with legitimate news around the world.
Speaker 3: Virtual anchors are one thing. I was gonna say, Taylor Swift,
Speaker 3: Fake Taylor Swifts are one thing. But fake anchors, Yes,
Speaker 3: virtual anchors. Now we've got a problem.
Speaker 2: Should we be uneasy about the future.
Speaker 3: I think maybe fair to say there's a lot of
Speaker 3: uncertainties about the future, about what comes next, but knowing
Speaker 3: what the future holds was our next guests job, Tim.
Speaker 2: We got with us doctor Frederick Fert. He's founder of
Speaker 2: Google's Innovation Lab and he was Google's first chief innovation analyst.
Speaker 2: He's got a new book out, What's Next is Now
Speaker 2: how to Live Future Ready? He joins us from Santa Cruz,
Speaker 2: doctor Furt. Good to have you on the program. I
Speaker 2: love the idea of this book, the fact that people
Speaker 2: are so concerned about the future, and literally your job
Speaker 2: was to explain the future too, folks at Google, and
Speaker 2: that's exactly where I want to start. What does it
Speaker 2: mean to be the chief innovation evangelist and founder of
Speaker 2: Google's Innovation Lab. What did you do there?
Speaker 4: Yes, Carol and Tim, thanks for having me today. I,
Speaker 4: you know, love to dive into the future with you.
Speaker 4: So what I really did is observing people how they
Speaker 4: build the future and how they build a better future
Speaker 4: for everyone. Right, So I spend time with you know,
Speaker 4: thousands of people and trying to really figure out, like,
Speaker 4: how can you create a better future for yourself and
Speaker 4: that was really the driving question for me.
Speaker 3: Well, you know, it's interesting. So when we think about that,
Speaker 3: like creating a better future for ourselves, how much is
Speaker 3: really in our control? How much is not?
Speaker 4: Yeah, you make a great point, right. People often talk
Speaker 4: about the past rather than the future because it's just
Speaker 4: familiar and certain as it already has happened. Right. The
Speaker 4: past really provides it's a sense of security and predictability,
Speaker 4: which is comforting for our minds to be honest, However,
Speaker 4: constantly thinking and dwelling on the past really limits our
Speaker 4: ability to imagine and create a better future. So you
Speaker 4: mentioned previously when it comes to our future, we love predictions, right,
Speaker 4: We love predictions like the weather. And you know what's
Speaker 4: what some futurists or other people might predict.
Speaker 2: Back to the future part too great movie come true?
Speaker 1: Exactly.
Speaker 4: Yes, nothing of that might come true, right, But our
Speaker 4: minds really crave these forecasts because they create a sense
Speaker 4: of certainty. And this certainty, I think is a false
Speaker 4: one because no one can predict the future. And so
Speaker 4: what people are doing is they tend to adopt a
Speaker 4: passive stance, right, waiting to see what happens next, feeling
Speaker 4: that the future is something that happens to them rather
Speaker 4: than something that they can influence. And so I'm now
Speaker 4: challenging us to rethink our relationship with the future instead
Speaker 4: of past. Yeah, go ahead, sorry please, Yeah, what might happen?
Speaker 4: You know, I want us to actively participate in shaving
Speaker 4: what will happen?
Speaker 1: Right?
Speaker 4: And I think the shift in perspective is crucial for
Speaker 4: overcoming this inertia that keeps us tethered to the past.
Speaker 2: But this is not simply about framing. It's not simply
Speaker 2: about how you choose to look at the future. It's
Speaker 2: actually about being an active role in changing the way
Speaker 2: the future comes.
Speaker 4: To you, right, exactly. Yes, So moving away from that
Speaker 4: question what will the future bring? That question we all love, right,
Speaker 4: But I want us to move away from that question
Speaker 4: towards what future do I want to create? Because that
Speaker 4: empowers us to take ownership of our destinies. And so
Speaker 4: most of what's happening in the you know, so called
Speaker 4: outer world, and you described a little bit about you know,
Speaker 4: we see fake news and all of those we can't control.
Speaker 4: But what we can control is our inner world. How
Speaker 4: I like to describe it, how we respond to the
Speaker 4: things that are happening to us and also what choices
Speaker 4: we make in the moment, and this is really our
Speaker 4: inner agency where the true power lies.
Speaker 3: So having said that, you know, I'm listening to you
Speaker 3: talk and I'm thinking, Okay, you understand the tech world
Speaker 3: in a way like nobody else does. So there's open
Speaker 3: source models and then there's closed ecosystems. Both can have value.
Speaker 3: So where's the balance of all of us as we
Speaker 3: try to figure out our future and kind of thinking
Speaker 3: it about it?
Speaker 4: Maybe that way, yes, So when it comes to the future, right,
Speaker 4: I feel like it's more important to really focus on
Speaker 4: again what I describe as a mind state, Right, So
Speaker 4: that is your perspective if you have in any moment,
Speaker 4: and how you experience the present. So it doesn't mean
Speaker 4: like that, you know, we should focus on like what's
Speaker 4: the next tech or what's the next application, or you know,
Speaker 4: what are some of the predictions. Focus on what you
Speaker 4: can control, and this is your relationship with technology where
Speaker 4: you can make choices and trying to experiment with new
Speaker 4: technology things out to really figure out like does what
Speaker 4: works for you and what doesn't work for you?
Speaker 2: I think about this a lot. The idea of sort
Speaker 2: of the inevitable tech that comes to us from so
Speaker 2: many of the companies that Carol and I talk about
Speaker 2: on our program each and every day. And I'm wondering
Speaker 2: if there's ever, in your view, going to be a
Speaker 2: time when we reject a piece of consumer technology, or
Speaker 2: we reject some sort of innovation because as people, we
Speaker 2: don't want it to come to us. And I'm thinking
Speaker 2: of something like the AI world that is coming regardless
Speaker 2: of whether we want it to be here or not.
Speaker 2: The fake robot calls that come during the political campaigns,
Speaker 2: the stuff we see on social media that are deep fakes.
Speaker 1: What about that stuff?
Speaker 4: Absolutely great points? Again, what I argue for is that
Speaker 4: we should not focus on the tech itself. We should
Speaker 4: focus on what we can control, and that is our
Speaker 4: mind state.
Speaker 1: Right.
Speaker 4: That means, like, what is our perspective on these things,
Speaker 4: and how can we, for example, be open towards these
Speaker 4: technologies to really figure out like what works and what
Speaker 4: doesn't work for us, right, and trying to experiment to
Speaker 4: really learn how these things work and then make a
Speaker 4: decision afterwards. Right. I feel like most of our times,
Speaker 4: we you know, follow our what I call a negativity bias. Right,
Speaker 4: that is kind of like deeply ingrained in us where
Speaker 4: we trying to figure out like what are the flaws
Speaker 4: or what are the mistakes or the things that might
Speaker 4: go wrong right, instead of like just being open in
Speaker 4: the first place and say like, hey, what can this
Speaker 4: technology do for me? And how can I leverage to
Speaker 4: you know, something that I want to accomplish in my life.
Speaker 4: Before I make a decision and say like, you know,
Speaker 4: I don't want to use that personally or in my
Speaker 4: in my professional.
Speaker 3: Work, I have to say I feel like I'm in
Speaker 3: a yoga class, which I really kind of love, because
Speaker 3: that's the whole idea of kind of getting your mind,
Speaker 3: you know, in the right place if you will, or
Speaker 3: letting go right. That's kind of what can be tough
Speaker 3: with meditation, right you constantly have stuff coming in and
Speaker 3: you've got to be like put that on the shelf
Speaker 3: for a while because I've just got to kind of
Speaker 3: take a moment. Having said that, can you get in
Speaker 3: the right mind state as an employee thinking about their
Speaker 3: future if your management is not that way or vice versa,
Speaker 3: as a manager or company, if you don't have your
Speaker 3: employer's employees that way, can you not kind of achieve
Speaker 3: the goals you need to.
Speaker 4: Yeah, Carol, that's a great point, and thanks for sharing
Speaker 4: your story on your yoga experience. Again, like, I think
Speaker 4: what we've learned is that the best things we can
Speaker 4: control is our own mind state. Right, instead of focusing
Speaker 4: on someone else and the choices that you make, right,
Speaker 4: focus on the choices that are you making in the moment.
Speaker 1: And you can make these.
Speaker 4: Choices driven by you know, what I call radical optimism
Speaker 4: or unreserved openness or compulsive curiosity. Right, these could be
Speaker 4: helpful in a way that you look at situations just
Speaker 4: in a different way and then figure out, like you
Speaker 4: can actually have much more control of what's going to
Speaker 4: happen next instead of trying to change someone else like
Speaker 4: your manager, or change someone else in your team, trying
Speaker 4: to you know, focus on what you can control, because
Speaker 4: that I think is going to determine your future.
Speaker 2: We only have about thirty seconds left and then we're
Speaker 2: going to do some news and we're going to come
Speaker 2: back with you, doctor Fert, But leave us just with
Speaker 2: thirty seconds on one thing that everybody should do between
Speaker 2: now and let's say I don't know the next few
Speaker 2: weeks to prepare themselves for the future.
Speaker 4: Yeah, yes, So for me, what's really important is that
Speaker 4: you're trying to imagine. Imagine is that human super power
Speaker 4: that we all have, right, but we don't use it
Speaker 4: enough right to really trying to figure out, like, not
Speaker 4: just what I want to be in the future, but
Speaker 4: how do I want to be in the future, and
Speaker 4: ask yourself that question, because that might reveal that you know,
Speaker 4: you want to have qualities in the future that are
Speaker 4: related to compassion, kindness, openness, curiosity, optimism, and so forth.
Speaker 4: So rather imagining like what I want to get in
Speaker 4: like my next years, trying to imagine how do you
Speaker 4: want to be?
Speaker 3: I want to get back to our guest. We're talking
Speaker 3: with doctor Frederick Ferd. He is founder of Google's Innovation
Speaker 3: Lab and Google's first chief innovation evangelist. Is also the
Speaker 3: author of the new book What's Next is Now How
Speaker 3: to Live Future Ready. He's still with us from Santa Cruz, California.
Speaker 3: Doctor fer One of the things I was curious about,
Speaker 3: and it kind of plays off a story that we
Speaker 3: have talked about here at Bloomberg that's talked about how
Speaker 3: Google how they have combined their research labs, and this
Speaker 3: was specifically combining the two labs their Google Brain and
Speaker 3: deep Mine, and now they have an AI super unit
Speaker 3: called Google deep Mine. And they get into a lot
Speaker 3: of the reasons why and why it made sense, and
Speaker 3: some of it had to do with, you know, the
Speaker 3: AI competitive raise and you're seeing some upstarts and that
Speaker 3: seem to be more nimble. So I am curious this
Speaker 3: idea in a company that's as innovative as Google and
Speaker 3: Alphabet and this idea of being in that kind of
Speaker 3: right mind state. Is it more difficult as you become
Speaker 3: a more established, older technology company to be nimble and
Speaker 3: be as innovative. Is it a little bit tougher or
Speaker 3: to rally the troops to be that way.
Speaker 4: So I've spent about twelve and a half years at
Speaker 4: Google really trying to figure out like what's the what's
Speaker 4: the Google way to innovate?
Speaker 1: Right?
Speaker 4: And in my first eighteen months, I traveled to about
Speaker 4: twenty seven offices and worked with you know, hundreds of
Speaker 4: employees Googlers to reach figure out like what's the Google
Speaker 4: way to innovate? And what I found is that every
Speaker 4: time I, you know, saw some groundbreaking technology or idea,
Speaker 4: that it's not about the resources people have it's not
Speaker 4: about the environment they're in, it's not about the time
Speaker 4: they're spending on these, it's their mind state, right, It's
Speaker 4: how they are radically optimistic, how they're open curious, how
Speaker 4: they experiment, and how they show empathy. These are, for me,
Speaker 4: the five dimensions what I call of a future ready
Speaker 4: mind state. So when these are at play, right, I
Speaker 4: always saw that something radically innovative and different is going
Speaker 4: to emerge. And so for me, the question is always like,
Speaker 4: how can we all learn these dimensions of a future
Speaker 4: ready mindset and practice them so that we all, you know,
Speaker 4: are capable of shaping our future that we want to
Speaker 4: see happening.
Speaker 2: But I kind of want to go back to Carol's question.
Speaker 2: Does that mindset still come to people who work at
Speaker 2: a company that is now giving dividends to shareholders or
Speaker 2: that has grown so big that you're not necessarily interacting
Speaker 2: with those teams all over the world. Maybe it's more
Speaker 2: siloed in this day and age.
Speaker 4: So what's interesting is that we see the same things
Speaker 4: that happen in organizations actually happen to people, right, and
Speaker 4: human beings. Let's put a focus on curiosity, right, Curiosity
Speaker 4: drives us to explore and really understand our world better,
Speaker 4: which is really crucial in our rapidly changing environment. So
Speaker 4: we're all born with curiosity, and we have that natural
Speaker 4: curiosity that actually goes dormant over time right as we
Speaker 4: grow up. So the good news is that we can
Speaker 4: reawaken it by continuously questioning and seeking to learn more
Speaker 4: about everything around us. Right, So that's true for human beings.
Speaker 4: We probably see the same in organizations right where we
Speaker 4: see that startups actually are the most curious, right. They
Speaker 4: don't have, you know, an established way of working, They
Speaker 4: usually don't have big funding. They have an idea, and
Speaker 4: they're curious about developing or growing this idea. And so
Speaker 4: for me, it's really about helping people to rediscover something
Speaker 4: that is deeply human, which is their optimism, their openness,
Speaker 4: and also their curiosity and their sense to experiment and
Speaker 4: try things out right. And if we humans can do
Speaker 4: that and reawaken that, I have full confidence that organizations
Speaker 4: can do that too.
Speaker 3: Do you think it's broken down when you look at
Speaker 3: the political environment globally?
Speaker 4: Again, Like what I feel like is for me, probably
Speaker 4: one of the most important dimensions of a future ready
Speaker 4: mindset is what I call expensive empathy. Right. What I
Speaker 4: mean by that is understanding and connecting with the experience
Speaker 4: of others. Right. It really enriches our interactions and decisions
Speaker 4: and ensuring that they are considerate and inclusive, which is
Speaker 4: really essential in a diverse global environment. So I feel
Speaker 4: if we all show more empathy, right, and that means
Speaker 4: you as a parent, as a as a journalist or
Speaker 4: a reporter, or as a teacher or a politician, right,
Speaker 4: you have more empathy for each other. I think we
Speaker 4: all see that the better future will actually happen.
Speaker 2: It's it's I love the optimism, but but that's struck down. Yeah, yeah,
Speaker 2: I mean we don't live in a world. I mean,
Speaker 2: look at the look at just politics right now, there's
Speaker 2: a real lack of empathy. I would say in Washington,
Speaker 2: d C. Among colleagues, members of the House, who continually
Speaker 2: scream at each other. There's a lack of decorum that
Speaker 2: was present just a generation ago, Doctor Fert, How can
Speaker 2: you say that we're in a place where you're optimistic
Speaker 2: about empathy exactly?
Speaker 4: So I'm optimistic that we all can rediscover it and
Speaker 4: we can actually practice and train it.
Speaker 1: Right.
Speaker 4: So there is a way you can learn to be
Speaker 4: more optimistic. There's also a way that you can reawaken
Speaker 4: your curiosity, and there's a way that you can practice empathy, right,
Speaker 4: And it's something you're absolutely right, tim that we need
Speaker 4: to all develop and grow more. And in my book,
Speaker 4: I actually give practices that we all can try out
Speaker 4: to become more empathetic, to become more optimistic, to become
Speaker 4: more open and curious. And so if we all use
Speaker 4: those practices and at the same time learn from these
Speaker 4: stories that I share, I think we have a good
Speaker 4: chance that you know, we see a better future happening.
Speaker 3: There's a great I got to say at page one
Speaker 3: seventy nine, change your mind state note, And it's an
Speaker 3: experiment can do kind of you say, writing a public
Speaker 3: transportation and you know, sometimes I look around and just
Speaker 3: everybody's buried in their phones and nobody has any awareness
Speaker 3: of anybody technology that's doing that, And that's technology.
Speaker 2: To always wonder what Steve Jobs would think if he,
Speaker 2: you know, we're around today and just walked into a
Speaker 2: subway car and saw everybody just looking at their phones.
Speaker 3: Well, doctor Fird, is that part of the problem. We're
Speaker 3: so buried, we're still looking inward we're looking we're buried
Speaker 3: in our phones. I mean, we don't kind of think
Speaker 3: about the people around us and what's going on. And
Speaker 3: forgive us, we only have about thirty forty seconds here.
Speaker 4: Yes, so I think when we look on the phone, right,
Speaker 4: we're not looking inwards, right, That's the first thing. So Carol,
Speaker 4: I would argue in the same way with you, right,
Speaker 4: we should probably look more inwards. Right, and doing meditation
Speaker 4: practices and reflecting practices I think help us to really
Speaker 4: trying to discover what's going on in our inner world. Right,
Speaker 4: what is our mind state currently? Are we actually more closed,
Speaker 4: more afraid.
Speaker 1: More uncertain?
Speaker 4: And if we are, right, how can I shift? How
Speaker 4: can I change this mind state to be more open,
Speaker 4: to be more optimistic and more curious again. And I
Speaker 4: think if we are able to do that and practice
Speaker 4: that even more again, like I think, we're going to
Speaker 4: see a great future happening really interesting.
Speaker 3: I'm so glad we could get some time with you.
Speaker 3: Thank you so much, congratulations on the book. Good luck
Speaker 3: with it. Doctor Frederick fert He's founder of Google's Innovation Lab,
Speaker 3: Google's first chief innovation evangelist, and his new book that's out,
Speaker 3: What's next is now how to live future ready. We
Speaker 3: forgot to say he actually sends a packet of seeds.
Speaker 2: You can hear the seeds right now in.
Speaker 1: A little bag.
Speaker 3: Seeds for your future now.
Speaker 2: Yeah, very cool, kind of loving that.
Speaker 3: This is Bloomberg.
Speaker 1: This is Bloomberg Business Week inside from the reporters and
Speaker 1: editors who bring you America's most trusted business magazine plus
Speaker 1: global business, finance and tech news as it happens. Bloomberg
Speaker 1: Business Week with Carol Messer and Tim Stenebeck on Bloomberg Radio.
Speaker 2: It is Bloomberg Business Meet Carol. You'll remember on Friday
Speaker 2: we talked about this story about how everyone really is
Speaker 2: sick a lot more often in our post COVID world.
Speaker 3: Yeah, it kind of has been staying with me in
Speaker 3: a big way. I keep thinking about that, talking and
Speaker 3: having a lot of conversations in around the newsroom about it. Yeah.
Speaker 2: Here's the data that we were citing here. At least
Speaker 2: thirteen communicable diseases, from the common cold to measles and
Speaker 2: tuberculosis are surging past their pre pandemic levels in many regions,
Speaker 2: and often by significant margins. That's according to analysis by
Speaker 2: Bloomberg News and London based disease forecasting firm Affinity.
Speaker 3: So we are very curious what doctor Iman Abuzaid has
Speaker 3: to say about this. She's co founder and CEO at
Speaker 3: Incredible Health, there are marketplace that connects nurses to hospitals.
Speaker 3: She joins us from Austin, Texas. We've leaned on her
Speaker 3: coming out of the pandemic, during the pandemic, during the
Speaker 3: pandemic to really get a good gut check on what's
Speaker 3: going on among the healthcare community and in particular what's
Speaker 3: going on with nurses. Doctor Abouzaid, Great to have you
Speaker 3: back with us. We do want to kind of start
Speaker 3: there because you do. You're so good about telling us
Speaker 3: kind of what is top of mind for the nursing community.
Speaker 3: And I am curious about if they're seeing people more,
Speaker 3: you know, sick with kind of strange strange ailments, if
Speaker 3: you will, different communicable diseases. What are they seeing specifically.
Speaker 5: Yeah, thank you so much for having me. So, the
Speaker 5: US healthcare system is seeing increases in patient demand, right, so,
Speaker 5: the demand from patients and sicker patients continues to increase,
Speaker 5: and we're struggling to make sure that we have enough
Speaker 5: healthcare workers to support to support patients. In our most
Speaker 5: recent so our platform our two sided marketplace as hospitals
Speaker 5: and nurses. We work with over one million US nurses
Speaker 5: in the country and over oney five hundred hospitals. Our
Speaker 5: most recent study was actually of healthcare executive or hospital leaders.
Speaker 5: They are ninety percent of them are stating that they
Speaker 5: project the nursing shortage to worsen in the future years
Speaker 5: and only thirty two percent are satisfied with the ratio
Speaker 5: of nurses to patients on their units today.
Speaker 2: We care about how this looks over time, and we
Speaker 2: care about sort of the trend and whether or not
Speaker 2: things are getting better things are getting worse. What do
Speaker 2: the data tell you?
Speaker 5: So the thing the areas that are getting better is
Speaker 5: that we're there's a larger portion of nurses that are
Speaker 5: staying in the profession. So during COVID, we were seeing
Speaker 5: like an exodus not just out of the their current jobs,
Speaker 5: but out of that opting out of being nurses altogether.
Speaker 5: So we've definitely seen an improvement there, and we've also
Speaker 5: seen an improvement in mental health for nurses. The areas
Speaker 5: where we're not seeing much improvement is staffing and ensuring
Speaker 5: that there's enough nurses on the floors and so, and
Speaker 5: that's reflected by the fact that only thirty percent of
Speaker 5: hospital leaders are satisfied with the number of nurses that
Speaker 5: are on the floors given the volume of patients that
Speaker 5: they each need to take care of.
Speaker 3: You know, one of the things I want to ask
Speaker 3: you is, I feel like we've talked to you, you know,
Speaker 3: for a long time, and in terms of the trends,
Speaker 3: it feels like it continue continue to be a very
Speaker 3: stressful one for nurses and that there's just not enough.
Speaker 3: Is there anything moving in the positive direction?
Speaker 5: Yeah? So, you know, we still seeing burnout as the
Speaker 5: number one reason for why nurses leave their job, and
Speaker 5: we're still seeing high turnover of twenty percent. I think
Speaker 5: what's changed in a positive and more optic optimistic direction
Speaker 5: is that we're seeing more and more hospital leaders listen
Speaker 5: and address the challenges of this workforce. Specifically, we're seeing
Speaker 5: continued increases in wages and salaries for nurses across the board.
Speaker 5: We're also seeing more hospital leaders pay attention to and
Speaker 5: implement more flexible scheduling so nurses have more flexibility and
Speaker 5: in their work schedules. And then finally, we're also seeing
Speaker 5: more investment in career advancement and career training for nurses
Speaker 5: as well.
Speaker 2: How is the pipeline looking for nurses coming from nursing school.
Speaker 2: It's something that we've talked to you a lot about
Speaker 2: the lack of availability of training for these nurses to
Speaker 2: fill these positions that are open. How's that looking.
Speaker 5: So there have been increases in the number of nurses
Speaker 5: graduating from nursing school, which is which is great, but
Speaker 5: it's still not the numbers that are increasing. There are
Speaker 5: still not keeping up with the demand that we need.
Speaker 5: And so that's the reason why ninety percent of healthcare
Speaker 5: leaders believe the nursing shortages is going to continue and
Speaker 5: into the future as well. The other sort of the
Speaker 5: big change that we've seen is just an increase in
Speaker 5: verbal and physical assaults that nurses are tackling are handling.
Speaker 5: So sixty percent of health system leaders have seen an
Speaker 5: increase in assaults, and so there's definitely a need to
Speaker 5: improve workplace, you know, to address workplace violence too.
Speaker 3: One of the healthcare executives, what's their views on immigration
Speaker 3: in terms of feeding the nursing community and the jobs
Speaker 3: that are needed, Because I think any of us who've
Speaker 3: been in hospitals, we see how important the immigrant community
Speaker 3: has been ultimately in terms of providing nursing.
Speaker 5: Absolutely, the immigrant community has been critical to stabilizing the
Speaker 5: healthcare workforce in the US. And I think on the
Speaker 5: whole health system leaders would love to hire from abroad,
Speaker 5: but I don't think our immigration policies today make that easy.
Speaker 5: And so a lot of the health system leaders that
Speaker 5: have tried international nursing and have tried to hire from
Speaker 5: abroad can't do it as easily as they were able to,
Speaker 5: you know, a decade ago.
Speaker 3: How willing are they to take it on politically, as
Speaker 3: you know, you take a stand on different political issues
Speaker 3: and it can come back with you, you know, come
Speaker 3: back to you in a big way, in a negative way.
Speaker 5: Absolutely ready and willing to take it on politically. I'm
Speaker 5: also in the tech industry, and so I know that
Speaker 5: my counterpart CEOs are taking this are taking the immigration
Speaker 5: issue very seriously in Congress. But at the end of
Speaker 5: the day, the appetite of both parties is not where
Speaker 5: it needs to be when it comes to this topic,
Speaker 5: whether it's tech or healthcare. We need more immigrants and
Speaker 5: there's not enough Americans to provide the workers we need
Speaker 5: in both of those industries.
Speaker 2: Yeah, we talk about this a lot, and not with
Speaker 2: relation to nursing, but with relationship economic growth in our country,
Speaker 2: Carol the idea that, Yeah, in terms of birth rate
Speaker 2: here in the US, we're not having enough kids to
Speaker 2: actually replace all the people who are dying. So we
Speaker 2: need immigrants to fill that gap and come and do
Speaker 2: those jobs that those people who are retiring and dying
Speaker 2: are no longer doing.
Speaker 3: Yeah, it's such a massive issue. And I don't know,
Speaker 3: doctor abouzaid, how do you think about kind of what's
Speaker 3: the conversation you, me and Tim might be having in
Speaker 3: five years. Is it going to be markedly different? Is
Speaker 3: it going to be more stressed? How do you think
Speaker 3: about that?
Speaker 5: That's a great question. So we're we're there's many leaders
Speaker 5: in many companies and health systems and so on working
Speaker 5: on tackling these challenges. One sort of bright spot area
Speaker 5: is AI, and so over half of health system leaders
Speaker 5: in our study say that they are using artificial intelligence
Speaker 5: for nursing operations. It's primarily being used and implemented in
Speaker 5: scheduling and more administrative tasks. It's not yet being used
Speaker 5: in recommendations for patient care, but health system leaders are
Speaker 5: sort of leaning into this new technology to help relieve
Speaker 5: their workforces as well and to see if there's certain
Speaker 5: tasks that can be automated. Given the overall challenge that
Speaker 5: we've been discussing.
Speaker 3: You know, I think everybody's probably seen the videos that
Speaker 3: are out there about kind of human humanoid robots are
Speaker 3: being made in China specifically to help with elderly and
Speaker 3: maybe providing healthcare. Is that something that you think, Okay,
Speaker 3: it's just a matter of time that we'll see that,
Speaker 3: certainly throughout American health care institutions.
Speaker 5: I think given the pressure that health system leaders are
Speaker 5: under to you know, manage their P and L to
Speaker 5: drive a profitable business and to deliver on patient care,
Speaker 5: I don't think they have much of a choice. They
Speaker 5: have to lean into newer technologies including AI.
Speaker 3: Unbelievable, Yeah, but yeah, I get it. Doctor jimont Abuse,
Speaker 3: thank you so much. Co founder CEO had incredible health
Speaker 3: joining us there in Austin, Texas. Great to check in
Speaker 3: with her once again.